State of the Manager 2021 - Empowering leaders for a people-first future - Glint

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State of the Manager 2021 - Empowering leaders for a people-first future - Glint
2021
State of the
Manager
 Empowering leaders for a people-first future
State of the Manager 2021 - Empowering leaders for a people-first future - Glint
Key takeaways
                   What’s inside: This report highlights the importance         But there’s reason to worry: between Q1 and Q4 of 2020,
                   of managers — the critical link between an
                   organization’s strategy and execution. It covers how         manager burnout
                   managers are doing, how their jobs are changing,
                   and what organizations can do to tap into the                increased 78%
                   transformational power of manager success.

                                                                                Today’s managers face important new priorities:

                   Despite the all-consuming challenges of a global pandemic,
                                                                                supporting well-being,
                   employee engagement                                          remote and hybrid teams,
                   among managers rose 5%                                       and workplace learning
                   in 2020
                                                                                One priority stands out as a powerful force for good: belonging.
                                                                                Employees who felt a sense of belonging in 2020 were

                                                                                5.2x more likely to be engaged

State of the Manager 2021                                                                                                                          2
State of the Manager 2021 - Empowering leaders for a people-first future - Glint
Content
                   Key takeaways                                   2    About the insights

                   Introduction                                    4    This report combines insights from 3.4 million
                                                                        employee engagement surveys primarily conducted
                   Chapter 1                                       8    in 2020 on the Glint Platform with LinkedIn
                   The power of the people-centric manager              behavioral and survey data and expert interviews
                   New insights show how managers can help              to deliver data-driven recommendations.
                   more people love their jobs and do their best
                   work — at scale.

                   Chapter 2                                       22
                   Understanding obstacles and opportunities
                   Managers are coping with blurred boundaries
                   and new emotional demands.

                   Chapter 3                                       41
                   Supporting the people-centric manager
                   The right mix of feedback, learning, and
                   empowerment accelerates managers’ success.

                   Acknowledgments                                 58

                   Methodologies                                   59

State of the Manager 2021                                                                                                  3
State of the Manager 2021 - Empowering leaders for a people-first future - Glint
Introduction
                                                                 Through the long months of the coronavirus pandemic,
                                                                 managers have been challenged unlike ever before. They’re
                                                                 stretching to achieve organizational goals and demonstrate
                                                                 compassion for their teams, all while coping with ongoing
                                                                 disruption in their own lives.

      The people-                                                Difficult times have underscored the fact that employees are
                                                                 people — with families, communities, and home lives. To
                                                                 truly help people succeed, organizations need to understand

      first future
                                                                 employees in the context of their full lives. The only way to do
                                                                 that (at scale) is through managers who are present, engaged,
                                                                 and equipped to help each team member do their best work.

      is here
                                                                 More than anything, the vast disruption of the pandemic has
                                                                 proven a positive catalyst for an important idea:
                                                                 Organizations succeed when their people succeed.

                                                                 When organizations are forced to quickly adapt, it’s people
                                                                 who apply energy and creativity to blaze the new trail. And
                   Opportunities abound for organizations to     the most critical role for helping every person achieve their
                   empower managers with humanity and purpose.   best work is clear — their manager.

                                                                 Inspirational managers can think well beyond their to-do
                                                                 lists. They support the learning and growth necessary for
                                                                 people and organizations to succeed. They breathe life
                                                                 into their organization’s culture. They make transformation
                                                                 possible and real.

                                                                 The managers of tomorrow will look different from those
                                                                 of yesterday. Read on to understand the mindset and skills
                                                                 needed for managers to succeed.

State of the Manager 2021                                                                                                           4
State of the Manager 2021 - Empowering leaders for a people-first future - Glint
4 priorities for
         the new world
         of work

         #1                                                                       #2
                   Start with well-being                                           Make space for
                   2020’s worldwide increase in distress and exhaustion was
                   a shock to everyone. No one can do their best work when
                                                                                   everyone to belong
                   feeling physically or psychologically at risk. Managers need    An increased understanding of systemic bias and racism
                   to ensure employees feel safe and supported.                    has put a new spotlight on belonging — a fundamental
                                                                                   human need. Managers who help employees be themselves
                                                                                   at work hold an important key to unlocking every person’s

                   92%
                                     of employees say it’s very or extremely       unique ingenuity.
                                     important to have work conditions that
                                     keep them safe and healthy.

                                                                                   94%
                                                                                                    of employees say it’s very or extremely
                                                                                                    important for their manager to help team
                                                                                                    members feel that they belong.

State of the Manager 2021                                                                                                                      5
State of the Manager 2021 - Empowering leaders for a people-first future - Glint
#3
                             Support remote
                             and hybrid teams
                             The pandemic forced teams to find new ways to promote
                             safety and get work done, as well as hire and recruit.
                             Managers need the knowledge and tools to ensure that
                             remote and hybrid teams can connect, communicate,
                             and collaborate with or without sharing physical space.

                             94%
                                                of employees are interested in an
                                                ongoing ability to work remotely
                                                at least some of the time.

                            #4
                             Foster learning and growth
                             Organizations that invest in training for new skills will benefit
                             from a more adaptable — and engaged — workforce.
                             Learning enhances today’s work and tomorrow’s future while
                             empowering people to embrace growth as a critical part of
                             everyone’s job.

                             91%
                                               of employees say it’s very or extremely
                                               important for their manager to encourage
                                               learning and experimentation.

State of the Manager 2021                                                                        6
State of the Manager 2021 - Empowering leaders for a people-first future - Glint
Start with the basics
         3-minute summary                                           This report defines a manager as a person who oversees
                                                                    the work of others. The definition of an effective manager
                                                                    will vary across organizations, but one requirement is
                                                                    certain: Managers drive business outcomes by ensuring
                                                                    people work on the right priorities, aligned to their interests

        How do you                                                  and strengths, and have the support to execute well.

        help managers                                               Understand new challenges

                                                                    • Business volatility amplifies the need for always-on

        succeed amid
                                                                       collaboration.
                                                                    • The rise of flexible, asynchronous work and hybrid teams
                                                                       requires managers to be more nimble.

        ongoing change?
                                                                    • Burnout is soaring, and for managers, heavy workloads
                                                                       are the biggest driver.
                                                                    • Soft skills to support people’s well-being are more important
                                                                       than ever.

                   The right type of support creates a foundation
                                                                    Add people-centric thinking
                   for thriving work culture.
                                                                    People-centric managers put employees at the center of
                                                                    everything they do. Also known as people-driven or
                                                                    people-oriented managers, they embrace the power of
                                                                    understanding what matters most to attract, develop, and
                                                                    engage happy and successful people.

                                                                    Unlock 3 keys to manager success

                                                                    1. Learning and growth
                                                                    2. Feedback
                                                                    3. The power to act

State of the Manager 2021                                                                                                              7
State of the Manager 2021 - Empowering leaders for a people-first future - Glint
Chapter 1

The power
of the
people-centric
manager
         New insights show how managers can help
         more people love their jobs and do their best
         work — at scale.

State of the Manager 2021                                8
State of the Manager 2021 - Empowering leaders for a people-first future - Glint
“If you lean into the needs of
               your people, you will be a better
                person and a better businessperson
                as a result.”
                            Josh Bersin,
                            Global HR industry analyst

State of the Manager 2021                                9
State of the Manager 2021 - Empowering leaders for a people-first future - Glint
A new view of
         the manager’s
         potential
                   People-centric managers magnify the impact
                   of their teams.

                   Management used to be about treating people
                   like assets — to be counted and controlled. In the
                   Industrial Revolution, organizations dictated rules
                   and plans, and employees complied. But the new
                   world of work dismantles the command-and-control
                   mindset and replaces it with a far better approach:
                   people-centric thinking.
                                                                              Employees who recommend their
                   People-centric thinking acknowledges that an               manager are:
                   individual’s happiness and success at work can drive
                   exponential business impact across their organization.     2.3x more likely to be engaged
                   Furthermore, an employee’s relationship with their
                   direct manager has a strong influence on their ability     2x more likely to stay with the organization
                   to do their best work. So it follows that with the right
                   skills and tools, managers can profoundly amplify their
                                                                              2.3x more likely to have clarity about their
                   impact on employee engagement and business results.
                                                                              company’s strategy*

                                                                              *compared to those who don’t recommend their managers

State of the Manager 2021                                                                                                             10
Employee
         engagement
         powers
         productivity
                   Successful managers activate employee
                   commitment and energy.

                   There is power in helping people get to a place where
                   they love what they do. Engaged employees are
                   personally invested in their work; see a strong
                   connection between their strengths and their role;
                   and are more willing to contribute time and effort to
                   business activities.

                   A skilled manager is most attuned to a person’s mental,     “An engaged employee is 45% more productive
                   emotional, and behavioral commitment to work. In             than a merely satisfied worker.”
                   the best-case scenario, managers and employees
                   don’t simply respond to what’s happening in their           “The Pandemic Is Widening a Corporate Productivity Gap”
                                                                                by Eric Garton and Michael Mankins, Harvard Business Review,
                   organization. Instead they co-create an environment
                                                                                December 2020
                   that brings out the best in employees. And that ongoing
                   collaboration contributes to their organization’s purpose
                   and business results.

State of the Manager 2021                                                                                                                      11
Having a
         people-centric                                                    Organizations that believe their employees are
                                                                           both strong performers and highly engaged see:

         manager is
         part of a great
         employee
                                                                           65%                                      higher profitability
                                                                                                                    compared to their
                                                                                                                    peers

         experience                                                        and are nearly

                   Employee engagement is the end goal, and
                   employee experience is the way to get there.

                   As organizations become more people-centric, they’re
                   rapidly adopting the lens of employee experience —
                   using design thinking to understand and improve every
                   aspect of an employee’s work life. Effective managers
                                                                           2x                      as likely as their peers to frequently
                                                                                                   discuss employee engagement at
                                                                                                   management meetings

                                                                           Peak Performance: How Combining Employee Engagement
                   contribute to a positive employee experience, and       and Performance Management Fuels Organizational Success,
                   that’s connected to positive business outcomes, such    Harvard Business Review Analytic Services, 2019
                   as employee retention and profitability.

State of the Manager 2021                                                                                                                   12
Successful
         managers                                                                   Employees who feel a sense of belonging
                                                                                    are 5.2x more likely to be engaged.*

         support                                                                   *compared to those who don’t feel a sense of belonging;
                                                                                    previous Glint analysis has shown this number to be as

         belonging
                                                                                    high as 6x

                   Creative energy flows when everyone on the
                   team feels safe and valued.
                                                                                “It’s not about having the
                   Employees are saying it loud and clear: They look to
                                                                                 answers, but it is very
                   their managers to help them feel a sense of belonging
                   at work. Belonging is a fundamental need, so much so
                                                                                 much about the willingness
                   that humans adapt their behavior to fit in — in much
                   the same way we try to avoid physical pain.
                                                                                 to listen, the willingness to
                   When belonging is intentionally fostered in the workplace,
                                                                                 hear and understand, and
                   employees feel accepted within a community that shares
                   a sense of purpose and willingness to invest emotional
                                                                                 to be engaged.”
                   energy. Managers cultivate belonging when they actively
                   support and appreciate varying styles, perspectives,                 Rosanna Durruthy,
                   and ideas.                                                           LinkedIn Vice President of Global
                                                                                        Diversity, Inclusion, and Belonging

State of the Manager 2021                                                                                                                    13
Managers spark                                                   Employees who see good opportunities
                                                                          to learn and grow are 2.9x more likely to

         new demand for                                                   be engaged.*

         learning
                                                                          *compared to those who don’t see good opportunities
                                                                           to learn and grow

                   They hold keys to the future —
                   preparing tomorrow’s workforce.

               Amid economic turbulence, a bright spot has emerged.
               Employees across industries and geographies have
               embraced learning as never before. From 2019 to
               2020, LinkedIn Learning saw the number of learners
               more than double, and recorded a 45% growth in
               hours per learner.
                                      People are proving hungry to
                      growth in hours acquire new knowledge and
             45% per learner from skills at the same time that
                      2019 to 2020    organizations have recognized
                                      the benefits of reskilling,
               upskilling, and internal mobility as hallmarks of a
               competitive workforce. Another trend has become clear,
               too: Managers have an outsize impact in inspiring
               their team members to embrace new knowledge, new
               skills, and career advancement. According to the 2021
               Workplace Learning Report, 84% of managers agree
               that learning can help close skills gaps on their teams,
               and 91% are supportive of helping their direct reports
               find new opportunities at their companies.

State of the Manager 2021                                                                                                       14
Managers drive                                                               Managers can take three important steps

         culture and
                                                                                      to define culture:

                                                                                      1. Walk the talk.
         connection                                                                   Demonstrate cultural values and norms, especially
                                                                                      in challenging times.

                   A shared vision supports resilience
                   and business results.                                              2. Create culture stewards.
                Many organizations around the globe are coping with                   Ask team members to speak up when they see something that
                employees who are mentally and emotionally exhausted.                 doesn’t fit with the culture.
                             But a strong, resilient culture — shared values
        Employees who        and beliefs that shape how work gets done —
        recommend their is a powerful energizer. Research compiled by
        manager are          Deloitte says organizations that proactively             3. Celebrate successes.
        2x more likely       manage culture show 516% higher revenue
        to feel their        growth over 10 years, 30% higher levels of               Recognize those that demonstrate the cultural values and norms.
        company has a        innovation, and 40% higher retention.
        great culture.*
                                   According to LinkedIn research, people would
                   rather accept lower pay and forgo a desired title than deal with
                   a bad work environment. Managers can be a pivotal factor here —
                   an employee’s positive view of culture goes hand in hand with
                   high regard for their manager.

                  *compared to those who don’t recommend their managers

State of the Manager 2021                                                                                                                               15
How managers
         deliver impact                                                           Where managers matter:

         compared to
                                                                                  Percentage point difference in managers’ impact on specific aspects of
                                                                                  employee experience versus senior leaders’ impact on employee experience.

         senior leaders                                                           Developing
                                                                                  professionally                        +29             percentage
                                                                                                                                        points

                   They provide the greatest returns in employee growth           Having balance
                   and work-life balance.                                         between work
                                                                                  and personal life
                                                                                                                        +28             percentage
                                                                                                                                        points

                   Glint asked over 2,000 employees around the globe to
                   report if they felt managers or senior leaders had a greater
                   impact on specific aspects of employee experience. Across
                   the board, managers outshone their senior counterparts,
                   with the strongest contrast occurring in professional
                                                                                  Successfully completing
                                                                                  work projects                         +27             percentage
                                                                                                                                        points

                   development and the ability to set boundaries between

                                                                                                                        +18
                   personal and work life.
                                                                                  Being connected to the                                percentage
                                                                                  right people at work                                  points

                                                                                  Feeling a sense
                                                                                  of belonging                          +07             percentage
                                                                                                                                        points

State of the Manager 2021                                                                                                                                     16
Recommended LinkedIn Learning course

         Managing                                                        “Compassion is not
                                                                          conditional...If you can
         Compassionately                                                  put yourself in their shoes,
                                                                          see the world through their
                   Jeff Weiner, executive chairman of LinkedIn, shares
                   how he turned his past experiences into valuable       lens, you’ll be amazed at
                   lessons about the benefits of compassion to help
                   people do their best work.
                                                                          the extent to which you
                                                                          can change the direction
                                                                          of that discussion.”

                                                                                        Watch course

State of the Manager 2021                                                                                17
3 tips from
         experts and
         practitioners
         about the
         power of
         people-centric
         managers

State of the Manager 2021   18
Tip #1

                   Make sure authentic                                         “Managers play a — if not
                                                                               THE — crucial role in shaping
                   leadership comes first.                                      their team members’ employee
                   Managers must learn to understand themselves — their
                   strengths and their opportunities — before embarking on
                                                                                experience. They exemplify
                   leading others. It also helps for managers to understand     and role model a company’s
                   their purpose and that of their team, while seeing their
                   leadership role as an integral part of their job — not an    culture at every touch point
                  “add-on” responsibility to their day-to-day goals.            along the employee journey.”

                                                                                     Annette Mahaffey,
                                                                                     Vice President of Talent & Culture,
                                                                                     Bureau Veritas, Paris, France

State of the Manager 2021                                                                                                  19
Tip #2

                   Help every manager                              “The number of occasions in
                                                                    2020 where executive leadership
                   support well-being.                              talked and acted on wide-
                   This requires a shift from seeing the role of    ranging topics like mental
                   People & Culture as owning the people agenda
                   to empowering every manager to be responsible    health, leadership succession,
                   for well-being and development of their team.
                   Managers are in the best position to help
                                                                    inclusion, and diversity far
                   employees find balance, support, and success.    outweighed previous years.”

                                                                         Nikhil Shahane,
                                                                         VP Talent and Engagement,
                                                                         TechnipFMC, Houston

State of the Manager 2021                                                                             20
Tip #3

                   Build diversity, inclusion,                              “Don’t just have good intentions —
                                                                             think about your impact. Try to
                   and belonging by                                          step back and understand how
                   encouraging senior leaders                                what people get to do is based
                   to expand their networks.                                 on who they know.”
                   The more senior a leader becomes, the less contact
                   they are likely to have with people in the lower ranks          Linda Hill,
                                                                                   Harvard Business School Professor
                   of their organization. Leaders who step outside of              and cofounder of Paradox Strategies, Greater Boston
                   their bubbles will broaden their opportunities to form
                   relationships with a wider range of people, opening
                   up a more equitable path for stretch assignments
                   and promotions.

State of the Manager 2021                                                                                                                21
Chapter 2

                            Understanding
                            obstacles and
                            opportunities
                               Managers are coping with blurred boundaries
                               and new emotional demands.

State of the Manager 2021                                                    22
“The biggest change for me during
                the pandemic was the added
                importance of emotional intelligence
                and adaptability. Being engaged
                with my workforce now means
                ensuring that we’re physically and
                mentally healthy — myself included.”
                            David Tan,
                            System Test Production Manager at Varian

State of the Manager 2021                                              23
A clearer view
         of trouble spots
                   COVID-19 exposed and accelerated conditions
                   that hinder managers.

                   The pandemic and the public health response added
                   a swirl of new dilemmas for almost every manager.
                   Essential workers delivered true heroism as they
                   developed new health and safety protocols. Many
                   people grappled with collapsing business models,
                   furloughs, layoffs, shutdowns, as well as unthinkably
                   difficult illnesses and loss.

                   Those who adapted to managing newly remote,
                   hybrid, and flexible teams during shelter in place
                   shouldered the burden of caring for people’s well-being
                   amid isolation and the new overlap of personal and
                   professional lives. The stress and struggles have
                   been immense. But they’ve also been illuminating
                   as they amplified challenges that aren’t entirely new.
                   Understanding the top pain points is the first step to
                   reimagining the world of work with people at the center.

State of the Manager 2021
Employee engagement in 2019 vs. 2020

         Some good news:
                                                                             Employee engagement among managers, by percentage of managers.

                                                                                                          2019    2020    % change

         engagement is
                                                                             Individual contributors      73%     77%     +6%

                                                                             Managers                     75%     79%     +5%

         growing                                                             Employee engagement by quarter 2020
                                                                                                          Q1      Q2      Q3       Q4

                   Even in difficult times, managers stay motivated,
                                                                             Individual contributors      75%     79%     77%      76%
                   committed, and proud of their work.

                   You might think managers’ engagement in their work        Managers                     78%     80%     79%      78%

                   would have suffered in 2020, but that’s not the case.
                                                                                                                    Engagement peaked in
                   Employee engagement among managers rose by 5%                                                    Q2 during the early phase
                   between 2019 and 2020, mirroring a rise in employee                                              of the pandemic.

                   engagement across all organizational roles and levels
                   in the same time period. While there are several ways
                   to explain this unlikely rise during a tumultuous year,
                   likely factors include:

                  • Employees felt supported by their organizations when
                     leaders took measures to keep them healthy, safe,
                     focused, and well-informed amid drastic changes in
                     their work environments.
                  • Many managers’ work took on a new sense of
                     purpose as they provided a critical link between the
                     organization and their teams.
                  • During previous economic downturns, employees
                     have felt grateful to keep the jobs they have.

State of the Manager 2021
The bad news:
       burnout is rising                                                      Burnout 2019 vs. 2020
                                                                              Burnout index, by percentage of comments in employee survey
                                                                              comments that contain burnout signals.

                                                                                                              2019    2020    % change
                   As the pandemic shifted from a sprint to a
                   marathon, everyone felt the strain.                        Individual contributors         3.7%    4.8%    +30%

                   Here’s just one data point that speaks to how              Managers                        4.1%    5.3%    +29%
                   managers have tackled the pandemic’s toll: The
                   number who watched the LinkedIn Learning course
                  “Managing Stress for Positive Change” grew seven
                                                                              Burnout by quarter 2020
                   times from 2019 to 2020.
                                                                                                              Q1      Q2      Q3      Q4
                   As the pandemic wore on, reaching for the positive
                   became even harder. Workload is the most frequently        Individual contributors         4.0%    4.3%    5.2%    5.3%
                   cited woe associated with burnout (see next page),
                   but there’s also likely an underreported factor due        Managers                        3.6%    4.3%    6.1%    6.4%
                   to the prevalence of illness and loss: “There’s an
                                                                                                                                         By the final
                   emotional burnout,” says Linda Hill, Harvard Business                                                                 quarter of 2020,
                   professor. “There’s a whole lot of coping with traumatic                                                              manager burnout
                                                                                                                                         increased 78%
                   experiences.”                                                                                                         compared to Q1.

                   The best that can come from this? Organizations taking
                   new action to support well-being and mental health.

State of the Manager 2021                                                                                                                                   26
Heavy workload
                                                                                Precursors to manager burnout
                                                                                Percentage of managers who self-reported experiencing a precursor to burnout.

         and disconnection                                                      Overwhelming workload
                                                                                                                 40%

         drive burnout
                                                                                Feeling disconnected from colleagues
                                                                                                               37%

                                                                                Conflict between home and work demands
                                                                                                           34%
                   Distress signals often come from under
                   an avalanche of demands.                                     Unclear job responsibilities
                                                                                                        30%
                   The stress, anxiety, and loss of meaning associated
                                                                                Little or no acknowledgment of good work
                   with burnout show no signs of magically disappearing.
                   Managers feel the weight of a wide range of expectations —                       25%

                   and lack of connection and clarity only make it worse.
                                                                                Little or no support from manager/peers
                   For managers, “overwhelming workload” was the top
                                                                                                 21%
                   precursor to burnout, with feelings of disconnection in
                   second place. For individual contributors, that order was
                                                                                Little or no autonomy to make decisions
                   flipped — disconnection first, workload second.
                                                                                             17%

State of the Manager 2021                                                                                                                                       27
A manager’s typical
                                                                              competing priorities

         Managers’ many
                                                                              An effective manager plays many roles that can vary
                                                                              across industries and cultures, but a few responsibilities
                                                                              are universal.

         roles invite stress
                   Even pre-pandemic, being a manager required                    Coach                                     HR liaison
                   a precarious balancing act.

                   It’s clear how critical managers are. Yet they often
                   have to battle a chronic identity crisis: Are they the
                   coach? A player? Both at the same time?

                                                                            Team                                                 Communications
                                                                            captain                                              lead

                                                                                                 High-performing
                                                                                                 individual contributor

State of the Manager 2021                                                                                                                         28
The good and
       bad of constant
       collaboration                                                                  Collaboration skyrocketed
                                                                                      amid pandemic challenges
                                                                                      Data reflects an increase in Microsoft
                                                                                      Teams chats and meeting activity
                   Meeting and messaging overload                                     between February and August 2020.

                   show the importance of boundaries.

                   Even five years ago, Rob Cross, Reb Rebele, and                                    increase in Teams chats
                   Adam Grant shared research in the Harvard Business
                                                                                         48%          per person overall
                   Review on collaboration deluge, estimating that
                   average workers spend 80% of their time in meetings,
                   in chats and conversations, and responding to emails.
                   The cost can be especially high for managers as they                               increase in the number
                   are buried by requests for input or advice, access to                 55%          of meetings and calls
                                                                                                      per week
                   resources, or face time in meetings.

                   The challenges of the pandemic and the overnight shift
                   to remote work highlighted the benefits of collaboration   Source: “A pulse on employees’ wellbeing, six months
                   tools, but also underscored that guardrails are            into the pandemic.”
                   helpful. People need to maintain focus time for deep
                   concentration and the personal time that’s critical for
                   well-being.

State of the Manager 2021                                                                                                            29
More messages intrude on after-hours time
                                                                            Data reflects an increase in Microsoft Teams after-hours
                                                                            chat volume between February and August 2020.

         The flip side
         of flexibility
                   Guardrails are especially important for
                                                                            69%                                          more Teams chats
                                                                                                                         per person after hours

                                                                            2x
                   after-hours work.

                   Flexible work arrangements show great potential for
                   employees and organizations, but managers have an
                   added burden: figuring out what flexibility means for
                   each of their team members.                                                         share of Teams users
                                                                                                       sending after-hours chats
                   Even before the pandemic, Joey Hubbard, chief
                   training officer at Thrive Global, called attention to
                   people who sleep with their phones to be available “to
                   whomever may buzz them or call them throughout the       Source: “A pulse on employees’ wellbeing, six months into the pandemic.”

                   night.” The result? Too many people are losing sleep.
                   Organizations need to help managers set effective
                   boundaries between work and life responsibilities, and
                   serve as role models for their teams.

State of the Manager 2021                                                                                                                              30
The path to easing
         workloads evades
         organizations’ grasp
                   Empowerment is the answer, but achieving it
                   requires three t’s.

                   When the pandemic forced many workers into a virtual world,
                   organizations struggled to maintain control over work they
                   literally couldn’t see. Some tried to exert greater oversight,
                   resulting in more command-and-control mentalities and
                   disempowered managers and teams. Managers who lack
                   autonomy in their work struggle with what to prioritize and
                   what to delegate to their teams. The antidote — empowering
                   managers — requires three t’s: trust, transparency, and time.

                   The first two t’s benefit from the third — precious work hours
                   to build alignment and clarity. Of course, business turbulence
                   only adds to the shortage of this finite commodity. Here’s one
                   thing to work on: Reduce your organization’s number of large,
                   long meetings to make more time for smaller team meetings
                   and one-on-one conversations.

                            of organizations saw a drop in their empowerment score as
             32%            the pandemic spread between March 1 and mid-May 2020.

State of the Manager 2021                                                               31
Soft skills demand                                                        Top 5 skills for the new
                                                                                   world of work
         attention                                                                 When LinkedIn Learning asked L&D pros to identify the
                                                                                   most important current skills, four of the top five related
                                                                                   to human strengths.
                   The need to communicate and adapt is here to stay.

                   Supporting the well-being and emotional strength of teams
                   requires profoundly human ways of working. Some managers        #1      Resilience and adaptability
                   naturally possess the ability to understand and inspire other

                                                                                   #2
                   people. But most face an ongoing learning curve as they
                                                                                           Technology skills/digital fluency
                   adapt to ever-changing circumstances.

                   The pandemic sped up attention to the entirety of people’s
                                                                                           Communication across remote
                   professional and personal circumstances. “Leaders have
                   learned how to be more responsive and more caring and
                                                                                   #3      or distributed teams
                   more empathetic this past year — by necessity,” says global
                   HR analyst Josh Bersin.
                                                                                   #4      Emotional intelligence

                                                                                   #5      Cross-functional collaboration

State of the Manager 2021                                                                                                                        32
Learning                                                              Top 5 trending courses
                                                                               for managers in 2020
         trends reveal
         opportunities —                                                                                  Time Management:
                                                                                                          Working from Home

         and provide                                                                                      Remote Work Foundations

         hope
                                                                                                          Tips for Working Remotely
                   Managers pursued new knowledge to help with
                   pandemic challenges.

                   The number of managers using LinkedIn Learning
                                                                                                          Communicating about
                   grew by 102% from 2019 to 2020, with a 49% increase in
                                                                                                          Culturally Sensitive Issues
                   learning hours per manager. While the most popular
                   topics demonstrate the new pain points and skills
                   needed to successfully steer teams through difficult
                   times, the explosion of learning represents an optimistic                              Thriving @ Work: Leveraging the
                   signal: focused, supported, and growing people are                                     Connection Between Well-being
                   happier and more successful in good times and bad.                                     and Productivity

                                                                               Methodology: LinkedIn Learning courses that grew the most
                                                                               in terms of number of manager learners from 2019 to 2020.

State of the Manager 2021                                                                                                                   33
Course topics                                                            Top 3 most uniquely popular courses

         varied around
                                                                                  for managers by region in 2020

                                                                                  North America

         the globe                                                                1. Skills for Inclusive Conversations
                                                                                  2. Confronting Bias: Thriving Across Our Differences
                                                                                  3. Communicating About Culturally Sensitive Issues

                   Regional snapshot illustrates North America’s                  Asia Pacific
                   reckoning with systemic racism.
                                                                                  1. Leadership Stories: 5-Minute Lessons
                                                                                      in Leading People
                   The whole world watched as protests erupted in the US
                   following the police killing of George Floyd in Minneapolis,   2. Guy Kawasaki on Turning Life Wisdom
                   Minnesota, and the Black Lives Matter movement gained              into Business Success
                   international momentum. When it came to learning, it made      3. Humble Leadership: The Power of Relationships,
                   sense that people in the US made the biggest push to               Openness, and Trust
                   self-educate in response to what was happening in their own
                   country. North America’s top three courses all touched on      Europe, Middle East, and Africa
                   inclusion, bias, and cultural sensitivity.                     1. Quick-wittedness: Never Again Speechless
                                                                                  2. Thinking as a Leader
                                                                                  3. Selling to Executives

                                                                                  Methodology: We looked at the top 100 courses watched
                                                                                  on LinkedIn Learning by managers in each region during
                                                                                  2020. We then compared the popularity of these courses
                                                                                  among managers to their popularity among all learners,
                                                                                  to identify the courses where managers most “over-index.”
                                                                                  The courses highlighted here are the courses that managers
                                                                                  are more likely to watch than the average learner.

State of the Manager 2021                                                                                                                      34
“Learning is a form of self-care.
                The happiest people in the world
                are the ones who are the most
                engaged and curious.”
                            Crystal Lim-Lange,
                            CEO of Forest Wolf and author of Deep Human

State of the Manager 2021                                                 35
Recommended LinkedIn Learning course

        Developing                                                         “Reflection is a key part
                                                                            of understanding your
        Your Emotional                                                      emotions and understanding
        Intelligence                                                       your emotional intelligence.
                                                                            A top tip is to practice
                   Gemma Leigh Roberts, organizational psychologist
                                                                            this reflection frequently
                   and executive coach, explains how emotional
                   intelligence helps you become more self-aware, so
                                                                            after facing a challenging
                   you can build strong and collaborative relationships.    situation. It’s this reflection
                                                                            time that will help you
                                                                            build your emotional
                                                                            intelligence in the future.”

                                                                                          Watch course

State of the Manager 2021                                                                                     36
3 tips from
         experts and
         practitioners
         to overcome
         obstacles

State of the Manager 2021   37
Tip #1

                   Coach managers to have                                            “Amid escalations, project
                                                                                      updates, and endless emails, it’s
                   meaningful conversations.                                          not always top of mind to check
                   Employees who have one-on-one time with their managers get
                   more guidance on prioritization and clarity on strategy and
                                                                                      in on how someone is doing.
                   goals. Ultimately, this can help with work-life balance as well    But I’ve seen how important
                   as supporting growth, career development, and well-being.
                                                                                      one-on-one conversations can
                                                                                      be. You can assume a lot about
                                                                                      how someone is doing without
                                                                                      knowing they might need
                                                                                      support or feedback in a way
                                                                                      you didn’t think about.”

                                                                                            Archana Ramesh,
                                                                                            Head of Glint People Science
                                                                                            Asia Pacific, Singapore

State of the Manager 2021                                                                                                  38
Tip #2

                   Give managers                                                    “2020 provided clarity for
                                                                                     many people managers on
                   an off-ramp.                                                      whether they’re in the right job.
                   What happens when a people manager realizes they’re in
                   the wrong role? Organizations that prioritize their people and
                                                                                     Organizations can respect those
                   foster psychological safety find humane ways for people to        realizations by normalizing an
                   pivot to different roles.
                                                                                     off-ramp for people managers.
                                                                                     It’s not always about building
                                                                                     manager capability. Sometimes
                                                                                     it’s about helping managers
                                                                                     find new roles that don’t include
                                                                                     people management.”

                                                                                           Stacia Sherman Garr,
                                                                                           Cofounder and principal analyst, RedThread Research,
                                                                                           Redwood City, California

State of the Manager 2021                                                                                                                         39
Tip #3

                   Help everyone be aware of                                  “It’s normal for humans that we
                                                                               tend to take on the identity that
                   how our roles can affect our                                has been given to us. The key
                   perceptions.                                                is to be able to remember or
                   Newly promoted managers benefit from supporters who         imagine what it’s like to wear
                   can see and encourage their new identities as they reset
                   relationships with peers and senior leaders. Likewise,      other shoes.”
                   seasoned managers can sometimes lose touch with
                   their previous identities as individual contributors.
                                                                                     Shreya Sarkar-Barney,
                   Coaching can help ensure that managers don’t lose                 Founder and CEO, Human Capital Growth,
                   that all-important empathy.                                       San Francisco Bay Area

State of the Manager 2021                                                                                                     40
Chapter 3

Supporting the
people-centric
manager
         The right mix of feedback, learning, and
         empowerment accelerates managers’ success.

State of the Manager 2021                             41
“People need to feel they’re growing.
                If they’re not learning, you’re going
                to lose them.”
                            David Perring,
                            Director of Research, Fosway Group

State of the Manager 2021                                        42
Unlocking
         managers’
         potential                                                                Employees who find their manager inspirational are:

                   What if every team had an inspiring
                   and effective leader?

                   Enough about challenges. Let’s talk about opportunities.
                   Organizations that shift from bemoaning overburdened,
                   underqualified managers to supporting every manager’s
                                                                                  2x                         more likely to feel optimistic
                                                                                                             about their own happiness
                                                                                                             at work in 2021*

                                                                                  *compared to those who do not find their managers inspirational
                   true potential can spark tremendous energy. The surprise
                   is how simple it can be to make that shift. A few key
                   areas of support can help you and your managers build
                   a flourishing organizational culture.

                   Because much of tomorrow’s work will look vastly
                   different from today’s, managers must be prepared
                   to drive constant agility — and ensure that humanity,
                   inclusion, and upskilling are embedded in every
                   decision. Managers will lead the charge to give
                   employees greater ownership over their own growth and
                   success. Those who inspire every team member to bring
                   their best self to work will deliver richer cultures, higher
                   engagement, more creativity, and better business results.

State of the Manager 2021                                                                                                                           43
The big picture:
         3 innovations make                                                    Insights and analytics
                                                                               about the manager
         it easier to support                                                  experience
         managers                                                              Employee feedback combined with workplace collaboration
                                                                               pattern data (including advanced techniques such as
                                                                               network analysis) is helping organizations reimagine the
                                                                               manager experience.
                   Systems thinking and technology can boost
                   effectiveness at scale.

                   Helping people succeed is a powerful purpose.
                                                                               Technology as a coach
                   And business prosperity increasingly depends on             Artificial intelligence is poised to support the things that
                   attracting, engaging, and retaining talented people.        humans are best at, guiding people to the mindsets and
                   Three innovations are coming together to help               habits that help build connections, practice empathy, and
                   organizations and leaders think and act more                do our best work.
                   broadly in support of managers.

                   These tools and tactics help leaders use systems
                   thinking to understand how different parts of the           Learning and growth
                   employee experience affect the whole organization —
                   and where best to invest energy to drive positive change.   in the flow of work
                                                                               Personalized training served up at the right time and place
                                                                               is adding power, ease, and efficiency to build skills and
                                                                               perspective for tomorrow’s economy.

State of the Manager 2021                                                                                                                     44
Understand                                                              What motivates managers to do their best work?

         what motivates
                                                                                 Percentage of managers who rated the importance of the following
                                                                                 factors regarding their work needs:

         managers
                                                                                 Doing challenging work that matches my skills
                                                                                                                  41%

                                                                                 Feeling trusted to make work-related decisions
                                                                                                            35%
                   They prize the right kind of work and the power
                   to make decisions.                                            Building positive relationships with colleagues
                                                                                             16%
                   Managers do their best work when they: 1) are given
                                                                                 Being publicly recognized for my work
                   engaging tasks that are the right fit for their skills, and
                   2) feel trusted to make decisions. Both factors support           6%

                   a sense of autonomy — a person’s ability to act on
                                                                                 None of the above
                   their own values and interests. It’s particularly powerful
                                                                                   2%
                   when organizations connect that sense of autonomy
                   with a larger purpose, helping employees feel part of a
                   valuable big picture.

State of the Manager 2021                                                                                                                           45
Call it a sweet spot, impact zone, or whatever makes
                                                                most sense to you. A manager’s best chance for
                                                                success is found at the center of three overlapping
                                                                aspects of work life.

                                                                                           Sweet Spot

       The manager’s                                                     what managers
                                                                         are personally
                                                                                                   what the business needs
                                                                                                   managers to deliver

       sweet spot
                                                                         motivated to do

                   Success sits at the crossroads of personal
                   passion, business needs, and influence.

                                                                                  what managers are uniquely
                                                                                  positioned to influence

State of the Manager 2021                                                                                                    46
Support managers with:

         3 ways to help     1. feedback
         managers find
         their sweet spot   2. learning and growth

                            3.   power to act

State of the Manager 2021                             47
1. S
                       upport managers   The most transformative insights come from
                                          multiple directions.
                      with feedback       Managers need developmental feedback to stay
                                          self-aware and act on opportunities to learn and grow.
                                          By definition, managers are employees who have
                                          additional responsibilities — and additional power.
                                          With that (real or perceived) power, a feedback
                                          imbalance forms around them. Peers, coworkers, and
                                          especially direct reports start to think twice before
                                          providing candid input.

                                          Yet honest feedback is most helpful in managers’
                                          development. So what’s the solution? It’s helpful to
                                          open up multiple channels — not only performance
                                          reviews, but also employee engagement pulse
                                          surveys, feedback in the flow of work, and 360-degree
                                          developmental feedback, delivering insights from
                                          above (a manager), the side (peers), and below
                                          (direct reports).

                                          95% of people think they’re self-aware,
                                          but only 10% to 15% of us actually are.

                                          “Working with People Who Aren’t Self-Aware”
                                           by Tasha Eurich, Harvard Business Review, October 2018

State of the Manager 2021                                                                           48
2. Support managers     Managers thrive with opportunities to stretch
                                            and master new skills.
                       with learning and   To fully realize the benefits of manager learning, one

                       growth              thing is especially helpful: Keep in close touch with
                                           what managers want to learn. Alyson DeMaso, CEO of
                                           Raising Beauty, said it well in LinkedIn’s 2021 Workplace
                                           Learning Report, “Spend as much time understanding
                                           the needs of your learners as you do understanding
                                           the needs of the business, and you’re going to have a
                                           breakthrough program where everyone is engaged.”

                                           Managers who feel they have room to learn and grow
                                           in their role are:

                                           3.4x more likely to be engaged

                                           3.2x more likely to say they will probably
                                            be with their company in two year’s time*

                                           *compared to those who don’t feel they have
                                            room to learn and grow

State of the Manager 2021                                                                              49
3. S
                       upport managers        Build on the three t’s by adding the 4 c’s.

                      with the power to act   The pandemic made it crystal clear: When the world
                                              changes in a single day, micromanagement is a curse.
                                              Earlier, the report discussed the importance of trust,
                                              transparency, and investments of time (particularly for
                                              one-on-one conversations) as all-important factors to
                                              empower managers to think and act wisely, ultimately
                                              supporting more productive teams.

                                              One more set of alliterative steps can guide senior leaders
                                              as they work to empower managers:

                                              • Collaborate with managers to help prioritize their work.
                                              • Clear roadblocks for them.
                                              •C onnect managers with others to help them build their
                                                networks.
                                              •C ommunicate frequently to make any necessary
                                                adjustments.

                                              And a final tip: Share employee engagement data and
                                              insights with managers, and encourage them to take
                                              action. This approach supports manager empowerment
                                              and team engagement.

                                               Managers who feel empowered to make decisions
                                               at work are 3x more likely to be engaged.*

                                              *compared to those who don’t feel empowered

State of the Manager 2021                                                                                   50
The virtuous
                                                                                Employees who believe action will
                                                                                be taken on feedback are:

       circle of
                                                                                2.5x more likely to be happy working at
                                                                                their company

       feedback,
                                                                                2.3x more likely to believe they’ll be at their
                                                                                company in two years*

       learning,                                                               *compared to those who don’t believe action will be taken

       and action
                   Supported managers have a ripple effect                                            Engagement
                   on employee experience and culture.

                   It’s worth noting that the one-two-three punch of
                   feedback, learning, and action can deliver a virtuous
                   circle of positive energy across an entire organization.
                   It starts with all-important trust that leads to candid
                   feedback about growth and learning opportunities.          Action                                                Feedback
                   Employees at all levels who feel their feedback is
                   heard and see that it’s acted upon are more likely to
                   be engaged with an organization and its purpose.
                   They’re also more likely to keep giving feedback, which
                   allows both individuals and organizations to strive for
                   constant improvement.

                                                                                                        Learning

State of the Manager 2021                                                                                                                      51
Recommended LinkedIn Learning course

                                                                             “The superpower of earning
                                                                              trust, the superpower of
                                                                              rebuilding trust, is vulnerability.
                                                                             When you show some
         Why Trust Matters                                                    weakness or some honesty
                   Rachel Botsman, a trust fellow at Oxford University,
                                                                              around an emotion or a
                   reveals the powerful ways trust shapes our personal        feeling, and the other person
                   and professional lives — enabling us to cope with
                   uncertainty, take risks, and be vulnerable with others.    catches it and does the same,
                                                                             you create and cause the
                                                                              vulnerability loop.”

                                                                                             Watch course

State of the Manager 2021                                                                                           52
3 tips from
         experts and
         practitioners
         to support
         people-centric
         managers

State of the Manager 2021   53
Tip #1

                   Trust managers                                            “Trusted employees are
                                                                              productive employees.
                   to tell it like it is.                                     Organizations wedded to
                   Transparent communication is the glue that holds
                   organizations together when challenges and
                                                                              command-and-control
                   opportunities tug in multiple directions. Organizations    comfort zones will invariably
                   that provide managers with complete information
                   and empower them to share it with their teams are          constrain their agility.”
                   also helping employees pivot faster to shape a rapidly
                   evolving world.
                                                                                    Matt Roddan,
                                                                                    Director, Glint People Science, New York

State of the Manager 2021                                                                                                      54
Tip #2

                   Make learning                                           “We are developing programs
                                                                            to enhance our leadership
                   customizable.                                            capabilities (skills and
                   Provide practical guidance, resources, and critical
                   learning solutions to your managers. Make these tools
                                                                            knowledge) expected in
                   relevant for local context, and embedded in manager      people leadership roles. Our
                   onboarding and L&D programs.
                                                                            learning management system
                                                                            is supporting managers by
                                                                            providing 1) solutions per
                                                                            competency to be developed
                                                                            or enhanced; 2) continuous
                                                                            learning — access when and
                                                                            where needed; 3) autonomy in
                                                                            learning; 4) the ability to trigger
                                                                            some content for their team
                                                                            members.”

                                                                                   Ana Bidaud,
                                                                                   Global Employee Engagement Manager, SGS,
                                                                                   Lisbon, Portugal

State of the Manager 2021                                                                                                     55
Tip #3

                   Equip managers                                          “Paysafe has used surveys
                                                                            regularly throughout the COVID
                   with survey insights.                                    crisis to understand the pulse of
                   Managers need tools to understand what’s happening
                   within the workforce, especially during long periods
                                                                            our employees, their well-being,
                   of uncertainty, so they can respond with appropriate     concerns, and issues... It enables
                   relevant actions, such as training or communications.
                                                                            open dialogue and builds trust. The
                                                                            results are lower attrition, higher
                                                                            engagement and productivity, and
                                                                            the highest employee engagement
                                                                            scores in four years.”

                                                                                  Nicholas Walker,
                                                                                  CHRO, Paysafe Group, London

State of the Manager 2021                                                                                         56
Conclusion

         Parting
                                                       Possibly no one is bearing more of the brunt of the
                                                       huge shifts in the workplace than managers. But many
                                                       managers have turned a negative into an overwhelming
                                                       positive, jumping on the opportunity to learn and grow.

         thoughts                                      Organizations need to do the same. How will you help
                                                       your organization reimagine the world of work? A few
                                                       thoughts can help. First, start by putting people at the
                                                       center of every decision. Next, break down the silos that
                                                       can get in the way of holistic people strategies.
                   A growth mindset helps managers —
                   and organizations, too.             Finally, don’t let audacious goals or overwrought
                                                       planning overwhelm your ability to act. Start your journey
                                                       with one small step — it can open the door to courage
                                                       and creativity. Now is the perfect time to help more
                                                       people achieve happiness and success.

State of the Manager 2021                                                                                           57
Acknowledgments
                   This report was informed by contributions from
                   people around the world, to whom we owe our
                   sincere thanks, including:

                   Giacomo Austin, Paysafe Group                    Research and Insights
                   Josh Bersin, Global HR industry Analyst          Eric Knudsen
                   Ana Bidaud, SGS                                  Sophie Smith
                   Ramon Cibrian, Varian
                   Alyson DeMaso, Raising Beauty                    Creative
                   Rosanna Durruthy, LinkedIn Vice President        Andrew DeBenedictis
                   of Global Diversity, Inclusion, and Belonging    Kevin Frank
                   Lori Heffelfinger, The Heffelfinger Company      Kaelin McGill
                   Linda Hill, Harvard Business School              Adriana Ngau
                   Crystal Lim-Lange, Forest Wolf                   John Yi
                   Annette Mahaffey, Bureau Veritas
                                                                    Editorial and Thought Leadership
                   David Perring, Fosway Group
                   Archana Ramesh, Glint People Science             Anne McSilver
                                                                    Ellen Gomes
                   Shreya Sarkar-Barney, Human Capital Growth
                                                                    Jaime Gonzales
                   Matt Roddan, Glint People Science
                                                                    Kris Kitto
                   Nikhil Shahane, TechnipFMC                       Ia Ko
                   Stacia Sherman Garr, RedThread Research          Amanda Van Nuys (LinkedIn Learning)
                   David Tan, Varian
                   Yunuen Trejo Bautista, Varian
                   Nicholas Walker, Paysafe Group

State of the Manager 2021                                                                                 58
Methodologies
                                                                            The percent favorable score was calculated as the percentage
                                                                            of all responses for a given survey item (e.g., How happy are
                                                                            you working at your company?) that were labeled Favorable
                                                                            (i.e., 4 or 5 numeric rating). For time-bound data points
                                                                            (e.g., manager engagement by quarter), the subsample was
                   Surveys                                                  constrained to the time window of interest (Q1 = Jan–Mar,
                                                                            Q2 = Apr–Jun, Q3 = Jul–Sep, Q4 = Oct–Dec).
                   The insights in this report were derived from multiple
                   sources, including a sample of 15 million data points    For surveys administered to LinkedIn members, the same
                   collected through the Glint People Success Platform      percent favorable methodology applies. The percentages
                   over the course of 2020, and data collected through      reported represent the percent of members who submitted a
                   several surveys of LinkedIn members between              response consisting of a “top-two” value (4 or 5 on a 5-pt scale).
                   September and December 2020. Glint platform data
                                                                            Multiplier data
                   points were submitted through employee surveys at
                   over 500 companies, covering a range of aspects of       Multiplier data points (e.g., “2x more likely...”) were calculated
                   the employee experience. The synthesis and analysis      by comparing the rate of favorability on one item based
                   of this data was performed in January 2021. The          on favorability on a second item. For example, if 50%
                   surveys of LinkedIn members were administered            of respondents who were favorable on Item 1 were also
                   to a total of 12,246 members and covered a range         favorable on Item 2, and only 25% of those unfavorable on
                   of employee experience topics, including burnout         Item 1 were favorable on Item 2, the resulting multiplier was
                   symptoms, manager relationships, and employee            2x (50% ÷ 25% = 2x).
                   expectations.
                                                                            LinkedIn Workplace Learning Report
                   Percent favorable data                                   We surveyed 1,260 L&D Professionals and 814 Learners in
                   Percent favorable data points (e.g., 45% feel that…)     November 2020 in English, French, and German. The full list
                   were produced by taking individual Glint survey          of countries we surveyed include: US, UK, India, Canada,
                   responses (on a five-point scale) and converting them    Australia, Germany, Singapore, Ireland, Netherlands, New
                   to favorability ratings as follows:                      Zealand, France, Sweden, Belgium, Finland, Hong Kong,
                                                                            Denmark, Norway, Luxembourg, Iceland, Cambodia,
                   Numeric Survey Response           Favorability Rating    Indonesia, Philippines, Malaysia, Myanmar, Thailand,
                                                                            Austria, and Switzerland. We also surveyed 3,080 people
                   1                                 Unfavorable
                                                                            managers in English who self-identified as having direct
                   2                                 Unfavorable            reports globally in November and December 2020.

                   3                                 Neutral                LinkedIn Learning Data
                                                                            We looked at the aggregated data of learners, whose learning
                   4                                 Favorable
                                                                            accounts are connected to their LinkedIn profiles, to identify
                   5                                 Favorable              those whose seniority levels indicate that they were full-time
                                                                            managers during the time period being analyzed.

State of the Manager 2021                                                                                                                        59
Take on the
         future with Glint
         and LinkedIn
                   When moving toward a people-first future,
                   ask yourself:

                   • What kind of culture do I want to build?
                   • What will it take to empower every manager
                      to be their best?
                   • How can I meet my objectives innovatively?
                   • What do people need or want to learn?
                   • How can I offer the right experience and
                      opportunities for managers and the organization
                      at large?

                   Collaboration across HR teams is the key to people-
                   first strategies — and people are your greatest asset.

                      Request a Glint demo

                      Request a LinkedIn Learning demo

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